Text Interviews

Employment Branding and Transparency with Peter Moore, VP of Global Talent Acquisition & Employer Brand at Dollar Shave Club

Brands old and new didn't become household names by accident. We’ve trusted enough brands to enter our lives that we can now simul-speak to them as nouns, verbs, and companies alike. But you better start practicing your trust-fall according to Forbes, who says only 48 percent of the general population in the United States trusts businesses, falling from 58 percent last year and with a general trend moving downward over the past decade.

Job candidates are 40 percent more likely to apply for a position at an organization whose “employer brand” they are familiar with as opposed to one they haven’t heard of, according to a survey of 750 U.S. and U.K. human resources and hiring professionals by Glassdoor. Six in 10 hiring professionals (60 percent) also said although branding is a challenge or an obstacle to their recruitment, 75 percent said branding successfully makes hiring the right people easier. One-third of the respondents said employer brand is indeed one of the leading factors candidates consider when choosing where to work.

You think it’s important, we think it’s important, candidates think it’s important. So, we’re going to talk about why it’s important and how to do it right.

If you want a stand-out example of a company to see who is doing employment branding right, look no further than Dollar Shave Club. We spoke to Peter Moore, VP of Global Talent Acquisition & Employer Brand at Dollar Shave Club, and asked him what tips and tricks have helped him and his team (successfully) expand their employment branding identity.

What are you paying special attention to right now when it comes to employment branding? 

So, for the past few years now, I've been really focused on giving people insight into our organization, being more transparent about who we are. I've also always wanted to be very honest with feedback. 

What strategies are you implementing to create a heightened focus on candidate feedback?

From the second a candidate comes in for an interview they're told they'll have the opportunity to fill out a survey about how it went before they leave. They have the option to complete a survey online, they can send an email directly to me, or they can fill out a comment on Glassdoor. We want to be transparent with our population and we don't want candidates coming in thinking that they can only communicate with us about how their experience went. 

It's been really helpful. And then when it comes to closing out candidates we always make sure that every candidate who came on site gets feedback which can help describe why the person may not be fit for our environment.

 How are you also extending transparency to candidates? 

Right now, we're in the middle of redesigning our career site. We were doing some videos from across the organization and we dropped the F bomb—bleeped out. 

Très provocative. 

Exactly. We're going back and forth with, "Do we take that out?" "Do we edit it?" We edited it slightly, it kinda cuts off, but at the same time that is who we are as a culture. Not to say that we're all potty mouths, but you do have to be able to come in here and recognize this is an extremely creative bunch of people that are going to be talking casually and may very well drop the F bomb.

If you were to give another employer advice on how to strengthen their employment brand, what are some of the first things that you would tell them to do?

Communicate outward. Be transparent. The amount of people that are applying to a position and the small percentage of people that make it through all need to be communicated with and informed. 

Really give candidates insight into the organization they're gonna come in to interview for. If they haven't interviewed, make it so they still want to come and interview for you. Just because a candidate may not be right for a current opened position, doesn't mean they might not be looking at something in the future.

How does Diversity and Inclusion fit into this equation? 

Having stories about employees who are, for example, diverse, who have diverse backgrounds, who are veterans, and giving them an opportunity to tell their story and why they came to Dollar Shave Club adds a lot of value. When you think about inclusion, it's allowing people to speak out about their history and their heritage. That's something we've consciously been wanting to do more. 

Early in my career in HR when you talked about diversity and inclusion, it was focused around race, but there's a lot more. There's many more levels right now, especially when you think about tech industry, which is predominantly men. In the tech industry, 11% of engineers are female. At Dollar Shave for example, we're at 14%, so we're already beating the industry average. That's a story that we want to tell by spotlighting females within our business and sharing other areas of focused diversity inclusion. You don't want to make it too private, you don't want to make it forced but there is this opportunity to talk more holistically about inclusion.

One inclusion focus that our team is very interested in (that often gets forgotten) is understanding the strengths of both introverts and extroverts within a company. 

That's a really good point. We actually did an exercise on this recently where we talked about, in meetings, sometimes the introverts are perceived as not paying attention or not caring. They're not necessarily wanting to use that forum to speak up. It's very important to actively give those who might not normally speak up the opportunity afterwards to send an email or have a 1:1 meeting to discuss their thoughts. 

Dollar Shave Club seems to be really comfortable with employee feedback, which is awesome, by the way! I'm wondering what strategies you might suggest leaders implement to overcome that fear of feedback?

We coach people on how to get and give feedback up and down, to recognize that 1: feedback is really hard for people to give but 2: listen and acknowledge the feedback. Most people want to hear feedback—while it can be painful in the moment, help your team understand what the long term value of the exercise is.

Any stand-out companies that you admire and believe are doing employee branding right? 

I think right now is Blizzard. They're doing a really good job reaching out to candidates and their broader population. They’ve also done a very good job of introducing people to Blizzard life through their social platforms. 


On one hand, it’s important for candidates to find a place of work in which they can relate to the company values and daily practices of those who make up the business. It’s just as important for companies to be up-front about their employment identity from the very start by amplifying their brand to the point that there is no guess work involved in understanding what a typical day at a company might feel like. No one benefits from setting unrealistic expectations. Being upfront and honest is so much more beneficial for candidates and recruiters alike. Ask Dollar Shave Club. 🤘

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